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In partnership with:
InsIde: The new Rules of the Game.................................s2
Leading the League..................................................s9
The 2009 Global Outsourcing 100 List......s10
100THe 2009GLOBAL OUTsOURCInG
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The new Rules of the Game
ention the economic crisis
and you’re likely to get an
opinion—and a forceful
one, at that—on bailouts or
bonuses. But at companies around the
globe, another issue is getting lots of
attention lately. Namely: What does the
current financial climate mean for the
future of outsourcing?
When the turmoil in the financial
markets hit, many companies that had
been outsourcing, or considering new
outsourcing projects, took a step back.
They looked at the dismal economic
forecasts—the World Bank expects a
1.7% drop in global GDP in 2009, which
will be the first decline in industrial
production since World War II—and
realized they had to reengineer their
business models for a global recession.
That meant reexamining their outsourc-
ing strategies.
Make no mistake, though: Lull
or not, outsourcing isn’t going away.
Just the opposite. In some areas—
like the offshoring of knowledge-
intensive services, such as software and
product development—outsourcing is
accelerating. And little wonder: Done
right, it is an effective way to reduce
operating costs, access R&D, and tap
into the global talent pool.
“We are seeing a lot of clients
reevaluating the business cases for out-
sourcing,” says Patrick McArdle, global
leader for shared services and outsourc-
ing advisory services at Pricewater-
houseCoopers in London. “More are
demanding flexibility, savings, and
innovation from their providers.”
It’s a phenomenon that’s reshaping
the industry’s landscape. Price wars
have begun. Gartner, the IT research
and advisory company, estimates a drop
in IT outsourcing fees of up to 20%
by 2010. At the same time, companies
are looking for new ways to finance
large outsourcing projects. They want
technology that allows them to ramp
up a sales force when business is good,
and downsize when it’s not. They are
also looking for benchmarking tools
that will allow them to track their
outsourcing projects, to make sure
goals are being met.
A November 2008 survey by the
Offshoring Research Network (ORN),
an initiative of Duke University’s
Center for International Business
Education and Research, shows just
how demanding companies plan to be
this year: 54% expect to push for more
efficient processes; 40% intend to
pressure their providers to increase
savings; 14% will urge them to relocate
to lower-cost economies like Egypt,
Nicaragua, and Sri Lanka.
It comes as good news, then, that in
an environment where outsourcing rela-
tionships could quickly turn adversarial,
some forward-looking providers are
taking major steps to help clients do
more for less. The following four trends
show how the most successful providers
are weathering and prospering in the
midst of economic turmoil—and, impor-
tantly, how they’re making it possible
for their partners to do the same.
The business case for outsourcing is being reevaluated. now companies are demanding more flexibility, savings, and innovation from their providers.
M
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OCÉ MAX ADVANCED IS THE ONLY
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better decisions based on fact,
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the result is higher operational
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One final thought: while Océ MAX
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investment with a state-of-the-art
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ADVANCING TO A HIGHER LEVEL© 2009 Océ. Océ MAX is a trademark of Océ-Technologies, B.V. Six Sigma is a trademark of Motorola.
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Leveraging TechnologyIt’s an old rule of thumb that technology,
implemented wisely, can save time and
money. But there’s another advantage
it brings to the table: flexibility. That’s
a lesson TeleTech, a leading global busi-
ness process and customer interaction
management provider, has effectively
leveraged to create a virtual work-at-
home solution to help its clients provide
innovative service delivery.
In January, while businesses through-
out the world were wrestling with the
fallout of a rapidly deteriorating econ-
omy, a TeleTech client in Britain had a
more imminent catastrophe on its plate.
A major snowstorm had just hit, prevent-
ing 40% of the workforce in London and
South East England from getting to their
jobs. For the client, a large international
company, that meant trouble: A large
number of its sales associates would be
unavailable to take customer calls, which
meant a lot of unhappy customers and
a potential loss of business. Worried
managers made a call of their own to
TeleTech’s headquarters in Englewood,
Colo. Fortunately, the outsourcing pro-
vider had a technology-based solution.
Using an innovative Internet-
based platform—called TeleTech@
Home—TeleTech worked with the client
to quickly mobilize its far-flung virtual
workforce. With the push of a button
the company engaged its sales associ-
ates who work out of their homes in
Australia, the U.S., and Britain. Within
minutes, TeleTech brought the first of
175 TeleTech@Home workers online to
support customers, in place of the snow-
stranded staff. By the end of the week,
700 extra customer orders had been pro-
cessed, resulting in sales that were 33%
above the company’s weekly average.
“With a virtual workforce, compa-
nies can rapidly adjust their staffing
levels as circumstances warrant,” says
Nancy Metzger, vice president for global
marketing at TeleTech. “And the tech-
nology lets us hire the best possible tal-
ent—people who might not be able to
commute into a traditional call center.
It means companies are able to improve
costs without cutting service.”
Big Providers, Big BenefitsIn an economic environment where com-
panies are cautious about every dollar
they spend, finding new and creative
ways to finance outsourcing projects
has become critical. This trend is clearly
seen in the Duke survey: 23% of respon-
dents reported they are spreading the
implementation of projects over a lon-
ger period, and 9% said they are getting
their providers to finance project invest-
ment costs in return for guaranteed cash
flow over the length of the partnership.
“Where it had been unusual to see a
contract for even seven years, now we’re
seeing them for ten,” says McArdle. “If a
provider is going to make a $50 million
According to a duke survey, this year 54% of users will push their out-sourcing providers to adopt more efficient processes.
$
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investment, it needs assurance that it is
going to get an income.”
Since only the largest providers typi-
cally have the resources to go this route,
it makes them more attractive to compa-
nies looking to outsource the financing
along with the project. The big provid-
ers, too, are the most likely to purchase
so-called “captives”—offshore entities
that function like an outsourcing pro-
vider but are, in fact, owned by the com-
pany sending over the work. Spinning
off captives, and obtaining cash injec-
tions from their sale, has been another
new strategy companies have been using
since the financial crisis struck. Last Octo-
ber, for example, Citigroup raised $505
million through the sale of its Global Ser-
vices unit to Tata Consultancy Services, a
leading outsourcing firm based in India.
The largest providers are also in the
best position to offer multiple services
to their clients. One-stop shopping is
something that’s also seeing increasing
popularity, and proponents point to a
host of advantages: “You get integrated
services, one invoice, a better cost struc-
ture, and a single point of contact for
support,” says Jørgen Lindegaard, CEO
of ISS, one of the world’s largest provid-
ers of facility services. A 108-year-old
company whose clients include Lloyd’s
of London, UBS, Daimler, and Hewlett-
Packard, ISS has more than 470,000
employees in 50 countries. Over the last
few months, the company has “defi-
nitely seen an uptick in its integrated
services business due to increased out-
sourcing,” Lindegaard notes.
One-stop shopping hasn’t always
been an easy sell. “For a long time, com-
panies were happy using different pro-
viders for different functions and didn’t
see the need to change,” says Linde-
gaard. But they were worried about risk:
Relying on one provider for ten services
meant if anything happened to that pro-
vider, many corporate functions could
egypt, nicaragua, and sri Lanka are lower-cost economies that are attracting the next wave of outsourcing.
Being ahead of the curve is no longer enough.
Together, we can accelerate your strategic advantage beyond the curve.
See how we do it…www.teletech.com/curve.
In today’s environment, you must accelerate
performance to exceed the expectations of
your customers at every touchpoint.
That’s where we come in. TeleTech’s business
process solutions transform your customer
care into a true strategic asset.
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be affected. The economic environment,
however, is changing the picture. “Com-
panies are now taking a closer look at
how efficient their current service setup
is, and they are discovering that there
are real benefits to integrated facility
service outsourcing.” With the proper
due diligence—looking at a provider’s
track record and client list, for instance—
clients can put their minds at ease about
the risks and reap the benefits.
Monitoring Made easyCompanies are increasingly centralizing
the management of outsourcing proj-
ects, even bringing it to the C-suite, but
that doesn’t mean much if they don’t
have the full picture of how well, or
poorly, their projects are faring. They
need to see where goals are being met,
where they are lagging, and potential
trouble spots. To do this they need to
monitor the right metrics—or, as they’re
called in the trade, the Key Performance
Indicators (KPIs). “A company that out-
sources copy or print services can mea-
sure and benchmark the cost per page,
job types produced, and the number of
service calls, so they can identify areas
that need attention,” says Elizabeth
Halaki, chief marketing officer at Océ
Business Services Inc., a leading provider
of document process management
services and technology.
New performance management
systems don’t just track KPIs, they do so
in real time and enterprise-wide. Océ
MAX is an advanced system from
Océ that combines Six Sigma–based
methodologies with document process
expertise and Web-based performance
monitoring. An Océ employee using Océ
MAX helped a major telecommunica-
tions company discover that it was send-
ing many non-urgent materials between
offices via expensive overnight courier.
After engaging Océ for a Six Sigma proj-
ect, the company implemented a new
process to send these materials via inter-
office pouch. The new approach saved
$500,000 in the first year.
“Few service providers can offer cli-
ents a performance management tool
to see key operational metrics that are
aligned with their unique strategies. This
leads to greater accountability, ongoing
improvement, and closer partnership,”
says Halaki. “In an economic downturn,
every area where companies can reduce
costs and increase efficiency makes a
big difference.”
Reengineering the CorporationPutting the screws to providers to cut
costs isn’t the only way companies
get more bang for their outsourcing
buck. They can also enhance efficiency
through business process redesign. And
the tweaks aren’t always technical.
“If you are processing expense claims
for a company, perhaps you used to get
the receipts in a bag because companies
wanted to keep their salespeople happy,
and letting them avoid paperwork
helped do that,” says Dr. Shan Nair, co-
founder of Nair & Co., an international
provider that handles accounting, HR,
legal, and other tasks for startup and
established businesses in more than 40
countries. “Now companies are saying,
‘No, if employees want to get paid, they
need to make the effort to produce a
claim.’ They don’t want us preparing it
some companies are getting their outsourcing pro-viders to finance project investment costs in return for guaranteed long-term contracts.
ISS is 1 of the largest Facility Service companies in the world. Our vision has 2 aspects; Lead Facility Services globally - by leading Facility Services locally. Services are organized through 3 delivery models: Single Service, Multi Service or Integrated Facility Services - common for all 3 models is our ability to self-perform all of our services.
ISS is the 4th largest private employer in Europe and ninth largest worldwide - with operations in fi fty-two countries on 5 continents.
ISS provide services within 6 different service lines: Property Services, Security Services, Cleaning Services, Offi ce Support, Catering Services & Facility Management. Now ISS has been ranked 7th in The Global Outsourcing 100.
With more than 100 years of of experience in the service industry and half a million devoted employees, we “in-source” the people you outsource allowing us to utilize their competencies the best way possible.
Everyday ISS employees work as an integrated part of our clients’ organizations, ensuring that service value is created through The ISS Way of customizing and delivering our service solutions.
To fi nd out how you can reduce service costs by outsourcing, visit www.issworld.com
7 Reasons for choosing ISS as your outsourcing partner
A World of Service
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MeeTInG CROss-CULTURAL CHALLenGes
Companies that expand over-
seas are looking for oppor-
tunities, not problems. Yet
local laws and procedures
that come into play when setting up shop
abroad—everything from hiring and firing
to tax filings—can be a minefield.
That’s where Nair & Co. comes in. By
providing HR, finance, tax, compliance,
and legal services in over 40 countries in
Europe, the Americas, Asia, and Africa,
it takes the risks, distractions, and de-
lays out of overseas moves. “For a lot of
emerging companies, overseas expansion
doesn’t mean setting up a big, new office.
It means hiring one salesperson,” says
Nair & Co.’s co-founder, Dr. Shan Nair. “Managers may not know
that U.S. offer letters are not binding on employees in Europe; or
how to treat stock options in Germany. They may not fully grasp
the language or culture. And they don’t have time to learn. We’ve
spent two decades mastering it. That is knowledge we can leverage
to get companies up and running quickly
and safely.”
Nair & Co.’s clients range from major
companies like Hawker Beechcraft
and Exigen Services to startups. For a
U.S. client that acquired a company in
China, Nair & Co. ensured that post-
acquisition financial controls that complied
with Sarbanes-Oxley regulations were
implemented. For a software company that
hired an executive who had complicated
overseas taxation and immigration issues,
Nair & Co. ensured compliance with the
foreign regulations. For a
company that recently downsized, it took
over the financial tasks that had been han-
dled by its European controller.
Whether a company is looking to exploit an opportunity
or tackle a challenge, it’s not only the work that gets
outsourced to Nair & Co.—
it’s also the headaches.
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for them. They want us only to check for
inappropriate items, and once these are
resolved and the claim is approved by
the client, to pay it and move on.”
Perhaps the most interesting part of
the reengineer-the-way-we-work trend
is that it is spurring some companies to
outsource processes they had previously
kept in-house. For example, clients clos-
ing down their internal finance and HR
functions are assigning these tasks to
Nair & Co. “It is changing the way we
work,” says Dr. Nair. “Instead of helping
a company expand, we’re helping it con-
tract, at the same time ensuring that ex-
isting processes continue to be smoothly
supported. Either way, the goal is the
same: helping companies operate as effi-
ciently as possible, while reducing costs.”
The big question is whether politics
will hinder that path to efficiency. With
so many jobs lost here at home, will pub-
lic and political pressure create an envi-
ronment of protectionism? When reports
surfaced in mid-March that JPMorgan
Chase planned to spend $400 million of
its $25 billion in bailout funds to out-
source IT work to India, 43 members of
Congress wrote Chase CEO Jamie Dimon,
demanding that he explain the compa-
ny’s plans, given that there are plenty
of trained but unemployed workers in
the U.S. Some outsourcing experts worry
that the backlash against plans like these
may be an overreaction, losing sight of
the big picture.
“What will happen if countries set
out to protect today’s jobs at the ex-
pense of tomorrow’s global economy?”
asks Michael Corbett, chairman of the
International Association of Outsourcing
Professionals (IAOP). “We need to keep
in mind that we got into this together
and we’ll only get out of it together.
We have a shared challenge and a shared
opportunity.” —Alan Cohen
Functions being outsourced have moved up the food chain and include HR and product development.
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To find out how IAOP can help increase the value of your company’s
outsourcing relationships, go to www.outsourcingprofessional.org.
Congratulations to our 2009 Outsourcing Hall of Fame inductees, who epitomize the outsourcing leadership and excellence that IAOP fosters. Marty Chuck, COP, founder and managing partner, The CXOs LLC; Rick Wartzman, director of the Drucker Institute at Claremont Graduate University, accepting for the late Peter F. Drucker, management consultant and author; and Lynn Blodgett, president and chief executive officer of Affiliated Computer Services (ACS).
Fill in the piece that’s been missing in your most difficult outsourcing puzzles – The International Association of Outsourcing Professionals™
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100THe 2009GLOBAL OUTsOURCInG
LeAdInG THe LeAGUe A look at how the Global Outsourcing 100 lists are compiled.
The International Association of Outsourcing Professionals (IAOP) fourth an-
nual ranking of the world’s best outsourcing service providers—plus its first-
ever ranking of the world’s top outsourcing advisors—shines the spotlight on
an industry that is still robust despite the global recession. Provider revenues
grew 13% in 2008, down just slightly from 14% the prior year. Although the re-
cession’s impact on outsourcing consulting and legal firms was more dramatic,
their 2008 revenues still grew 5%, down from 14% in 2007.
Accenture and IBM held the top two spots, but a number of providers made
big moves this year. Convergys, the Cincinnati-based customer relation-
ship management expert, grabbed the sixth spot, rising from No. 57 last
year. It was followed by Denmark-based ISS and real estate giant CB
Richard Ellis, which catapulted from 29th to eighth place, fueled in part
by its December 2006 acquisition of Trammell Crow.
This year’s Rising Stars list—the smaller outsourcing companies with
breakneck growth rates—is led by four newcomers from different parts
of the world: Synygy Inc. (USA), China Data Group (China), Grupo ASSA
(Argentina), and Xceed (Egypt).
To make the list, companies submitted applications covering some
18 criteria. They were judged not just on the size of their revenues, work-
force, and global presence, but also on customer satisfaction and their
approach to corporate social responsibility. The applications were then
reviewed and scored by a panel of independent judges, all industry ex-
perts that use outsourcing services.
The same methodology was used to compile the list of the world’s
best outsourcing advisors (below)—firms that provide consulting and
legal advice to the industry’s buyers and sellers. Here, it is split into Lead-
ers—firms with large global practices of more than 50 professionals or
$25 million in revenue—and the more specialized niche players, called
Boutiques. Topping the list in their respective categories are Pricewater-
houseCoopers, the global tax, assurance, and advisory firm, and Quint
Wellington Redwood, the Netherlands-based consultant.
IAOP World’s Best Outsourcing Advisors
1 PRICEWATERHOUSECOOPERS
2 EQUATERRA
3 GARTNER
4 KPMG
5 TPI
6 BOOz & COMPANy
7 GLOBAL SOURCING ADvISORy GROUP
8 MAyER BROWN
9 AvASANT
10 QUINT WELLINGTON REDWOOD
BOUTIQUES 11 KIRKLAND & ELLIS
12 EXPENSE MANAGEMENT SOLUTIONS
13 BIERCE & KENERSON
14 vANTAGE PARTNERS
15 RAMPRATE SOURCING ADvISORS
16 ALSBRIDGE
17 NEOIT
18 ARCHSTONE CONSULTING
19 zINNOv MANAGEMENT CONSULTING
20 HIMfORMATICS
LEADERS
BOUTIQUES
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No. CompaNy Website KeystreNgth serviCes
1 Accenture www.accenture.com Management Capabilities IT & Comm. Mgmt.; financial Mgmt.; HR Mgmt.
2 IBM www.ibm.com Demonstrated Competencies IT & Comm. Mgmt.; CRM; financial Mgmt.
3 Sodexo www.sodexo.com Customer References Real Estate & Asset Mgmt.; facility Svcs.; Svc. vouchers & Cards
4 Tata Consultancy Services www.tcs.com Customer References IT & Comm. Mgmt.; Engineering Svcs.; Infrastructure Svcs.
5 Wipro Technologies www.wipro.com Demonstrated Competencies IT & Comm. Mgmt.; R&D; financial Mgmt.
6 Convergys www.convergys.com Customer References CRM; HR Mgmt.; IT & Comm. Mgmt.
7 ISS www.issworld.com Balanced Performance facility Svcs.
8 CB Richard Ellis www.cbre.com Customer References Real Estate & Asset Mgmt.; facility Svcs.
9 Infosys Technologies www.infosys.com Management Capabilities IT & Comm. Mgmt.; Transaction Proc.; IT & Strategic Consulting
10 Capgemini www.capgemini.com Customer References IT & Comm. Mgmt.; financial Mgmt.; CRM
11 Genpact www.genpact.com Customer References financial Mgmt.; Transaction Proc.; IT & Comm. Mgmt.
12 Colliers International www.colliers.com Customer References Real Estate & Asset Mgmt.; Corporate Svcs.; facility Svcs.
13 CSC www.csc.com Customer References IT & Comm. Mgmt.; Transaction Proc.; CRM
14 NCR www.ncr.com Balanced Performance IT & Comm. Mgmt.; Consulting Svcs.; eCommerce Svcs.
15 Jones Lang LaSalle www.joneslanglasalle.com Management Capabilities Real Estate & Asset Mgmt.; facility Svcs.; Transaction Proc.
16 CGI Group www.cgi.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.; HR Mgmt.
17 Sitel www.sitel.com Size & Growth CRM; Sales; Transaction Proc.
18 Unisys www.unisys.com Customer References IT & Comm. Mgmt.; Transaction Proc.; Logistics
19 EDS, an HP Company www.eds.com Balanced Performance IT & Comm. Mgmt.; CRM; Transaction Proc.
20 HCL Technologies www.hcltech.com Management Capabilities CRM; financial Mgmt.; Transaction Proc.
21 ADP www.adp.com Management Capabilities Transaction Proc.; HR Mgmt.; Administrative Svcs.
22 Ceridian www.ceridian.com Management Capabilities HR Mgmt.; Transaction Proc.
23 Intelenet Global Services www.intelenetglobal.com Balanced Performance CRM; Transaction Proc.; Travel Svcs.
24 Williams Lea www.williamslea.com Demonstrated Competencies Document Mgmt.; Marketing; facility Svcs.
25 ACS www.acs-inc.com Balanced Performance IT & Comm. Mgmt.; HR Mgmt.; Administrative Svcs.
26 Aegis www.aegisbpo.com Customer References CRM; financial Mgmt.; Transaction Proc.
27 ARAMARK www.aramark.com Management Capabilities facility Svcs.; food & facilities Mgmt. Svcs.; Work Apparel Supply
28 CPM Braxis www.cpmbraxis.com Balanced Performance IT & Comm. Mgmt.
29 Inspur www.inspur.com Customer References IT & Comm. Mgmt.
30 Tech Mahindra www.techmahindra.com Customer References IT & Comm. Mgmt.
31 Hewitt Associates www.hewitt.com Management Capabilities HR Mgmt.; Administrative Svcs.
32 Lionbridge www.lionbridge.com Management Capabilities R&D; IT & Comm. Mgmt.; Transaction Proc.
33 NIIT Technologies www.niit-tech.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.
34 Softtek www.softtek.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.
35 Diebold www.dieboldintegratedservices.com Balanced Performance CRM; IT & Comm. Mgmt.; Transaction Proc.
36 firstsource Solutions www.firstsource.com Customer References CRM; Transaction Proc.; financial Mgmt.
37 EMCOR Group www.emcorgroup.com Balanced Performance Real Estate & Asset Mgmt.; facility Svcs.; Indus.-Specific Svcs.
38 L&T Infotech www.lntinfotech.com Demonstrated Competencies IT & Comm. Mgmt.; IT Product Engineering
39 TeleTech Holdings www.teletech.com Demonstrated Competencies CRM; Transaction Proc.; Sales
40 Amdocs www.amdocs.com Demonstrated Competencies IT & Comm. Mgmt.; financial Mgmt. for Comm.; CRM
41 SPi www.spi-bpo.com Balanced Performance CRM; Document Mgmt.; Administrative Svcs.
42 Mastek www.mastek.com Management Capabilities IT & Comm. Mgmt.; financial Mgmt.
43 Concentrix www.concentrix.com Customer References CRM; Sales; Transaction Proc.
44 Johnson Controls www.johnsoncontrols.com Balanced Performance Real Estate & Asset Mgmt.; facility Svcs.; Indus.-Specific Svcs.
45 MindTree www.mindtree.com Management Capabilities IT & Comm. Mgmt.; R&D; Legal
46 Océ Business Services www.obs-innovation.com Demonstrated Competencies Document Mgmt.; facility Svcs.; Administrative Svcs.
47 Patni Computer Systems www.patni.com Balanced Performance IT & Comm. Mgmt.
48 NCO Group www.ncogroup.com Demonstrated Competencies CRM
49 EXL Service www.exlservice.com Demonstrated Competencies Indus.-Specific Svcs.–Insur.; Transaction Proc.; financial Mgmt.
50 Neusoft www.neusoft.com Balanced Performance Indus.-Specific Svcs.; R&D; IT & Comm. Mgmt.
51 EPAM Systems www.epam.com Balanced Performance IT & Comm. Mgmt.
IAOP Global Outsourcing 100 LeadersScoring was based on a review of applications by an independent panel of judges with some additional fact-checking. final ranking was based on a weighted average of four distinguishing characteristics: size and growth rate; customer references; demonstrated competencies; and management capabilities.
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No. CompaNy Website KeystreNgth serviCes
52 Newmark Knight frank www.newmarkkf.com Balanced Performance Corporate Svcs.; Real Estate & Asset Mgmt.; facility Svcs.
53 Syntel www.syntelinc.com Demonstrated Competencies IT & Comm. Mgmt.; Transaction Proc.; Indus.-Specific Svcs.
54 vanceInfo www.vanceinfo.com Customer References R&D; IT & Comm. Mgmt.
55 HOv Services www.hovservices.com Customer References financial Mgmt.; Transaction Proc.; Document Mgmt.
56 Hexaware Technologies www.hexaware.com Customer References IT & Comm. Mgmt.; Transaction Proc.; Corporate Svcs.
57 Headstrong www.headstrong.com Balanced Performance IT & Comm. Mgmt.; Real Estate & Asset Mgmt.
58 Donlen www.donlen.com Management Capabilities Corporate Svcs.; CRM; fleet Svcs.
59 iGATE www.igate.com Demonstrated Competencies IT & Comm. Mgmt.; Transaction Proc.
60 CPA Global www.cpaglobal.com Balanced Performance Legal
61 ChinaSoft International www.chinasofti.com Size & Growth R&D; IT & Comm. Mgmt.; Transaction Proc.
62 Grubb & Ellis www.grubb-ellis.com Balanced Performance Real Estate & Asset Mgmt.
63 WNS Global Services www.wns.com Balanced Performance financial Mgmt.; CRM
64 NCS www.ncs.com.sg Management Capabilities IT & Comm. Mgmt.; financial Mgmt.; Corporate Svcs.
65 Luxoft www.luxoft.com Management Capabilities Product Manufacturing
66 TIvIT www.tivit.com.br Size & Growth IT & Comm. Mgmt.; Transaction Proc.; facility Svcs.
67 AppLabs www.applabs.com Demonstrated Competencies IT & Comm. Mgmt.
68 Sutherland Global Services www.suth.com Demonstrated Competencies Sales; IT & Comm. Mgmt.; Transaction Proc.
69 Pitney Bowes www.pb.com Management Capabilities facility Svcs.; Document Mgmt.; Transaction Proc.
70 Outsource Partners International www.opiglobal.com Customer References financial Mgmt.; Real Estate & Asset Mgmt.; Legal
71 SEI www.seic.com Management Capabilities financial Mgmt.; Transaction Proc.
72 Cushman & Wakefield www.cushwake.com Management Capabilities Real Estate & Asset Mgmt.; facility Svcs.; financial Mgmt.
73 Aditya Birla Minacs www.minacs.adityabirla.com Size & Growth CRM; Sales; Marketing
74 hiSoft Technology International www.hisoft.com Customer References R&D; Product Manufacturing; IT & Comm. Mgmt.
75 Quatrro BPO Solutions www.quatrro.com Demonstrated Competencies Transaction Proc.; Indus.-Specific Svcs.; CRM
IAOP Global Outsourcing 100 Rising starsNo. CompaNy Website KeystreNgth serviCes
76 Synygy www.synygy.com Demonstrated Competencies Transaction Proc.; Sales; facility Svcs.
77 China Data Group www.chinadatagroup.com Size & Growth Transaction Proc.; Administrative Svcs.; CRM
78 Grupo ASSA www.grupoassa.com Customer References IT & Comm. Mgmt.; Logistics; financial Mgmt.
79 Xceed www.xceedcc.com Demonstrated Competencies Transaction Proc.; CRM
80 Emerio www.emeriocorp.com Customer References IT & Comm. Mgmt.; HR Mgmt.
81 ePerformax Contact Centers www.eperformax.com Customer References CRM; IT & Comm. Mgmt.
82 Beyondsoft (Beijing) www.beyondsoft.com Balanced Performance R&D; IT & Comm. Mgmt.; Administrative Svcs.
83 InterGlobe Technologies www.igt.in Demonstrated Competencies IT & Comm. Mgmt.; CRM; Indus.-Specific Svcs.–Air Trans.
84 Nair & Co. www.nair-co.com Balanced Performance financial Mgmt.; HR Mgmt.; Transaction Proc.
85 Bleum www.bleum.com Size & Growth IT & Comm. Mgmt.
86 Ci&T www.ciandt.com Management Capabilities IT & Comm. Mgmt.; R&D; Marketing
87 Auriga www.auriga.com Customer References R&D; IT & Comm. Mgmt.
88 M&y Data Solutions www.mydatasolutions.com Customer References Transaction Proc.–Banking/Insur.; Document Mgmt.
89 SaM Solutions www.sam-solutions.net Balanced Performance R&D; IT & Comm. Mgmt.; HR Mgmt.
90 Knoah Solutions www.knoah.com Management Capabilities CRM; Transaction Proc.
91 Microland www.microland.com Balanced Performance IT & Comm. Mgmt.
92 Grupo Prominente www.grupoprominente.com Balanced Performance IT & Comm. Mgmt.; Transaction Proc.; CRM
93 DataArt www.dataart.com Balanced Performance R&D; IT & Comm. Mgmt.
94 Reksoft www.reksoft.com Demonstrated Competencies IT & Comm. Mgmt.; R&D
95 The Symbio Group www.symbio-group.com Balanced Performance R&D; IT & Comm. Mgmt.; Product Manufacturing
96 Corbus www.corbus.com Management Capabilities IT & Comm. Mgmt.; Logistics
97 MERA Networks www.meranetworks.com Demonstrated Competencies R&D; IT & Comm. Mgmt.
98 Itransition www.itransition.com Balanced Performance IT & Comm. Mgmt.; R&D; Indus.-Specific Svcs.
99 CIeNET International www.cienet.com.cn Balanced Performance IT & Comm. Mgmt.; R&D; Indus.-Specific Svcs.
100 Mindcrest www.mindcrest.com Size & Growth Legal; HR Mgmt.
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